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How effectively you transmit this knowledge to them Is the key to the legislation created. To feel secure, employees must know what Is expected of them and must possess the skills to do their Jobs. This kind of help comes mainly from the supervisor. The following are some guiding principles: When possible, use visual illustrations, and keep things simple and logical by providing examples. Make sure that instructions are clear and complete by asking for feedback from the employees. Follow up instructions by checking to see whether they were put into practice correctly.
Let People Know How They Are Doing. To keep supervisor-employee relationships In DOD repair, take time to let employees know how they are getting along. Tell them whether or not they are doing well. Most employees want to know how to do their jobs better and will welcome help if it is provided sincerely. They also want to know when you are pleased with their performance. Don't let them feel that they are working In a vacuum and that you do not care.
Employees respond quickly to any stimuli created by you and can also sense the reaction of fellow employees. But the thing that hurts them most is neglect.
Give Credit When Due Employees need positive reinforcement to keep their personal productivity at a high bevel. They need compliments and recognition. Sometimes it is best to give credit in front of the entire department; however, it is often best given privately. When it is due, praise should be given freely and sincerely.
To achieve this goal, you must constantly observe behavior that Is deserving of credit. Look for extraordinary quality performance from those who work for you. Involve People In Decisions Certain problems may arise that only the supervisor can solve.
The wise supervisor knows, however, that many problems can be solved with employee participation. In such cases, the supervisor must give people the opportunity. When you involve employees in departmental problems that concern them, you accomplish at least three goals: You give them a chance to learn about the operations of the by providing decision-making opportunities, and as a result, their productivity increases. You improve the departmental climate by bringing people closer together, thereby reducing friction and misunderstandings. Maintain an Open Door.
The supervisor who is easy to approach builds better relationships than the aloof supervisor who is hard to see and difficult to talk with. Encourage your employees to come to you freely with suggestions, with complaints, or for counsel. To allow this communication to happen, you must avoid building physical or psychological barriers between yourself and each employee. Rather, try to establish and practice an open- door policy through which free, open, healthy communication practices can be built. Fear or distrust can prevent good communication and hurt relationships.
You must work to create a non-threatening atmosphere of welcome that will cause employees to come to you. Using the Five Foundations Obviously, it doesn't take a mental giant to understand the five foundations, nor does it take a supervisor with twenty years of experience to put them into practice. Why, then, are they so frequently taken for granted and so seldom used? Here are three possible reasons: Some ambitious supervisors spend their time seeking more sophisticated replacements instead of realizing that these five foundations will serve them well.
Some supervisors give these foundations lip service by claiming to use them when in fact they do not. They say one thing and do another, and only the people they supervise know the truth. Some supervisors accept the foundations at face value and honestly try to use them but fail because they do not use them consistently day after day. As a supervisor, your attitude is always showing. All the employees in your department have a special kind of radar that permits them to read and evaluate your disposition each day.
It gives them a chance to size up and adjust to your present temperament or mood. When you are positive, it is easier for those who work for you to be positive. When you show a sense of humor, it is easier for those who work for you to laugh. And when you show confidence, it is easier for others to have a productive day. Your behavior and attitude affect the departmental pace, mood, climate, and culture. Maintaining the Appropriate Level of Discipline How much freedom do you give your employees? At what point do you draw the line?
Answering these questions is necessary for supervisors as they establish and maintain the discipline line that defines what employees are permitted to do without violating procedures, policy, and working standards. Click the two types of discipline lines to learn more. Low, Permissive Discipline Line High, Tight Discipline Line Low, Permissive Discipline Line This discipline line permits maximum freedom because it calls for a minimum of control or supervision. For the most part, employees in this environment need to be self-disciplined rather than needing to have discipline imposed upon them.
A permissive line works best when employees are well trained, knowledgeable, and experienced in doing their Jobs. The more trust a supervisor has for her employees to Maintaining the Appropriate Level of Discipline This discipline line limits employee freedom. In some cases these restrictions are necessary. Tight discipline is appropriate when the work is highly regulated by safety rules and regulations that are imposed by forces outside the organization. For example, a tight line would be appropriate in an atomic energy plant, where safety is a concern.
In a department that has high turnover rates and whose employees lack training and experience, a tight discipline line is usually needed. The age and maturity of employees must also be considered. Once you find the right discipline line for the work situation, maintaining it will require daily attention. Generally speaking, the great majority of working climates fall somewhere between those maintained by the two discipline lines. Depending on the staff and the type of work done, either an autocratic or permissive climate may be more productive.
Consider the following three points about climate: You must create your own departmental working climate. The best climate is the one that generates the highest-quality productivity and relationships between employees and their supervisor. Climates change according to the needs of the department and its employees. Monitoring Your Discipline Line Maintaining a good working climate requires personal attention. You must work at it daily by contributing new ideas and lively comments, by inserting some deserved compliments to help motivate people, and, above all, by communicating.
Obviously, you must do a great deal of experimenting before coming up with a satisfactory climate. Do not expect immediate results. Even after you have achieved a good climate, it is not easily maintained. Constant work is required. Supervisors who eventually do create and maintain an effective working climate can thereby establish good productivity records and enhance their personal progress. Err on the side of strong leadership. A strong leader is one who provides the correct balance of control and freedom. Most employees prefer consistent leadership behavior whether strong or weak.
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